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CIO Trends: ANZ Q1 2016

IT leadership best practice for CIO, CTO and CDO

Q1 2016

http://www.computerweekly.com




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Corporate giants recruit

digitally-minded outsiders to

drive transformation

Crunch time for Australian

CIOs as analytics platforms

drive strategy in 2016

CIOs aim for CEO role as

technology transforms

businesses

Next-generation: The

changing role of IT leaders

Women in tech should take

their career into their own

hands

How the CIO can get on a

message


Introduction:

Computer Weekly talks to more IT leaders than any other

publication, and our reporters gather in-depth insights into the

challenges facing CIOs, CTOs and CDOs. This guide offers a

collection of our most popular articles for IT leaders during the

first few months of 2016, examining the changing role of CIOs

and how to enhance their relationships with their peers across

the business. We look at the changing demands of IT strategy

in a digital age, and find out how top IT chiefs are working with

tech startups to bring innovation and ideas into their

organisations. With technology playing a critical role in every

business and government body, the role of the IT leaders has

never been under more scrutiny read through the selection

of articles here to find out how your peers are tackling the

opportunities and delivering the benefits of digital technology.

Bryan Glick, Editor in Chief






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David Braue, Guest Contributor

Big Australian businesses are turning to digital professionals from

outside rather than promoting from within

A surging appetite for digital-

industrial giants poaching talent from digital businesses rather than

promoting from within, underlining the importance of online business to

companies.

The trend was highlighted by t






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centred on their ability to embrace new transaction models, such as mobile

payments, as well as the strength of their online and retail offerings.

overhauled its point-of-sale payment strategy with a programmable POS

terminal called Albert, while Westpac Banking Group was an early leader in

allowing users of many Android-based phones to use their devices to pay

with Westpac credit cards.

bank keeps up with its rivals, including the National Australia Bank, whose

new group executive for enterprise services and transformation, Renee

Roberts, is putting the finishing touches to a complex seven-year

transformation called NextGen.

Carnegie must also take account of nimbler tier-two banks such as ME

Bank, which are joining the market unencumbered by the legacy

infrastructure and procedures of the big four.

ANZ only recently launched its mobile wallet technology after five years of

development that first included a mobile-phone sleeve with contactless

payment capabilities, and by 2015 had shifted to a strategy built on

, was

launched last month.






http://www.smh.com.au/business/banking-and-finance/renee-roberts-20year-vision-for-national-australia-banks-technology-20150425-1mt9of.html

http://www.smh.com.au/business/banking-and-finance/renee-roberts-20year-vision-for-national-australia-banks-technology-20150425-1mt9of.html

http://www.afr.com/technology/enterprise-it/nab-tech-chief-looks-past-nextgen-to-brighter-future-20150213-13e0n1

http://www.afr.com/technology/enterprise-it/nab-tech-chief-looks-past-nextgen-to-brighter-future-20150213-13e0n1

http://www.anz.com/personal/ways-bank/mobile-banking/mobile-pay/

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But mobile wallets are just one piece of the digital transformation puzzle,

and Carnegie is keen to identify the others and help the bank embrace them

quickly.

BlueNotes publication

bank], you can absolutely look at the principles of how you create an

Similar rhetoric is emanating from Austra

executives embrace global trends that emphasise the importance of digital

transformation. No less an organisation than the US Department of Defense

was recruiting digital leaders this month, including former Google CEO Eric

Schmidt to its new Defense Innovation Advisory Board.

Last year, the Australian Taxation Office appointed Ramez Katf, Accenture

ondering new

strategies after it more than doubled postage rates this year to help stem

losses as customers abandon conventional mail for digital interactions.

Australia Post took an unconventional turn years ago when transformation-

minded managing director and group CEO Ahmed Fahour hired high-profile






https://bluenotes.anz.com/posts/2016/03/maile-carnegie-named-anz-head-of-digital/

https://bluenotes.anz.com/posts/2016/03/maile-carnegie-named-anz-head-of-digital/

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-

Pacific president, Tracey Fellows, to kickstart its digital strategy. Since then

it has both expanded its role as an e-commerce fulfilment agency and

positioned itself as an intermediary in all manner of digital transactions.

This month, Australia Post agreed a two-year partnership with Data61 the

data-focused arm of national government science and innovation

organisation CSIRO to digitally enable a range of new services through its

nationwide branch network, to identify new opportunities for streamlining

digital government services, and to apply data-based optimisation

operations.

-driven approach will bring short-term teams together to

-commerce business, innovation is part of our

future. We need to continue to respond quickly to the ongoing shift in

Australia Post recently set up a AUD $20m innovation fund that will see it

directly invest in e-commerce businesses with customer-focused ideas.

Innovation has become a buzzword for Australian industry and government

alike since prime minister Malcolm Turnbull launched the AUD $1.1bn

National Innovation and Science Agenda to promote entrepreneurial thinking

within industry and government.






http://www.smh.com.au/good-weekend/ahmed-fahour-delivering-the-goods-for-australia-post-20150723-giizdo.html

https://auspost.newsroom.com.au/Content/Home/02-Home/Article/Australia-Post-joins-with-largest-data-innovation-group-in-Australia-Data61/-2/-2/6082

http://www.computerweekly.com/news/4500260192/Australia-launches-plan-to-reduce-reliance-on-natural-resources-to-innovation

http://www.computerweekly.com/news/4500272748/Corporate-Australia-explores-new-ways-to-nurture-data-based-innovation

http://www.computerweekly.com/news/4500272748/Corporate-Australia-explores-new-ways-to-nurture-data-based-innovation

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David Braue, Guest Contributor

CIOs in Australia and elsewhere will be expected to deploy

technologies that promise to help them get more from the

information they own

If there were ever a sign of just how much the market for data analysis has

matured, it came last year when IBM expanded the accessibility of its

Watson artificial intelligence system to normal businesses through a slew of

new cloud-based application interfaces.

Once a pure research project into semantic analysis that required

mainframe-class computing power, Watson has been catapulted onto the

enterprise applications stage. The force that is driving that catapult is the

likes of Asia-Pacific banking giant ANZ and engineering giant Woodside

demanding easier access to high-end analytics technologies that can derive






https://developer.ibm.com/watson/blog/2015/09/24/announcing-our-largest-release-of-watson-developer-cloud-services/

https://developer.ibm.com/watson/blog/2015/09/24/announcing-our-largest-release-of-watson-developer-cloud-services/

http://www.computerweekly.com/news/4500256759/Accenture-builds-data-scientist-base-in-Australian-city-Perth

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new meaning from their growing accumulations of unstructured enterprise

data.

s

technology has been reduced to a small-footprint enterprise appliance and

that the cloud-based Watson Developer Cloud now facilitates extraordinarily

complex natural-language and machine-

how far it is likely to continue growing in 2016.

Research from the International Institute for Analytics (IIA) suggests that

APIs will become a key driver for the new analytics economy, with 50% of

business analytics software using APIs to integrate cognitive-computing

capabilities by 2020.

,

Gartner senior vice president and global head of research Peter

Sondergaard calle -to-machine evolution

Regardless of who you ask, analytics technology and the need for CIOs to

plan how best to utilise it continues to dominate the list of enterprise

priorities this year. IDC, for one, has predicted that big data-related server






http://www.gartner.com/smarterwithgartner/wake-up-to-the-algorithm-economy/

http://www.idc.com/getdoc.jsp?containerId=prEMEA40935916

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shipments will increase from 6% of all servers shipped last year to 16% by

2019.

Business analytics services spending is expected to grow from US$58.6bn

last year to US$101.9bn in 2019, driven by a healthy annual growth rate.

Business analytics has, IDC says

The recent Teradata Data Analysis Index

from analytics investments, with 26% of those surveyed hoping to reduce

the number of customer complaints, 24% to increase revenue and 20% to

make customers more loyal.

To reach these goals, 71% of surveyed organisations said they were

planning to spend more on data and information management solutions;

53% said they would consider creating new products or services based on

the data they gather.

The year of transition

Increasing demand for analytics-driven innovation will contribute to a

growing profile of other

IDC research found is particularly rife within line-of-business managers, who,

according to the Teradata figures, account for 63% of data analytics project

requests. Capitalising on these changes will require an enthusiastic embrace






http://www.idc.com/getdoc.jsp?containerId=prEMEA40935916

http://www.idc.com/getdoc.jsp?containerId=prUS40635515

https://site.teradata.com/Microsite/2015teradata_dataanalysis_index/TY/bbd8cdeed8505d72caadfac627a7a3a8e5fb96ad890a0c6c223739114b828984ebc40f19beadab03.pdf.img.ashx



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of analytics, both as a technology investment and a business initiative. The

signs are that 2016 will be a key year in this transition.

d analytics solutions present a potential for significant business

advantage of the most important trends will be prepared to reap new

benefits and overcome challenges provided by big data and analytics

-platform initiatives can be carried out without involving

Yet the road to analytics nirvana remains anything but smooth. Skills, for

example, will continue to be a real challenge for CIOs in 2016 as they seek

to secure expertise to help implement and exploit analytics in the business.

Poor use of data-related algorithms will lead to wasted time as teams

reinvent established methods, Forrester has predicted. Meanwhile Gartner

believes that 50% of business ethics violations will come from misuse of

analytics capabilities by 2018.

If the risk of failure is increasing, so too are the potential benefits of

success. IDC believes this year will see Asia-Pacific organisations

transitioning to an analytics environment that could separate analytics-

capable organisations from their peers by delivering an extra US$65bn in

productivity benefits by 2020.






http://www.idc.com/getdoc.jsp?containerId=prAP40943216


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Capturing the benefits

Newer analytics deployments across Asia-Pacific suggest that adopters

example, last year launched a Hadoop-based predictive analytics platform to

analyse network performance better and to identify areas where proactive

network maintenance may avoid failures and repairs down the line. And

Philippines-based telco PLDT is actively shoveling data into a high-volume

analytics system to cater for changing customer usage patterns better.

from the boardroom and putting CIOs in the firing line. This agenda will

dominate longer-term strategic planning through this year. By 2017, IDC

predicts that 60% of the top 1,000 companies in Asia-Pacific will have

reworked their corporate strategy around a digital transformation agenda.

Big data analytics will lie at the heart of that shift, with expenditure growing

at more than 20% through 2019.

Next article








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Bill Goodwin, Premium Content Editor

Computer Weekly reveals exclusive research from Deloitte on

the changing role of the CIO

CIOs have the opportunity to reach for the CEO position if they can hone

their leadership skills.

Research into the changing role of CIOs, revealed by Computer Weekly,

found that the line between CIO and chief executive is beginning to blur.

The Deloitte survey of 1,200 technology leaders in 43 countries showed that

CIOs have the opportunity to drive business strategy in a way that has not

been possible before.






http://www.computerweekly.com/news/4500257203/CIOs-Time-to-raise-your-game

http://www.computerweekly.com/opinion/The-rapidly-changing-role-of-the-CIO

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CIOs now have an opportunity to move into

Mark Lillie, UK CIO programme leader at Deloitte, in an

interview with Computer Weekly.

CIOs are moving into business leadership. Technology now underpins every

business, and chief executives are increasingly focused on how they can

use technology to drive their business, creating opportunities for CIOs to

drive company strategy.

CIOs have already moved into chief executive positions in some challenger

banks, which are redesigning banking technology to compete with

established banks, and in innovative retailers. And in manufacturing

companies, CIOs have moved in to broader chief operating officer (COO)

roles, the research found.

intertwined. Then you are seeing CEOs at Kevin Walsh, global

head of technology consulting at Deloitte.

Why CIOs need to be approachable

The research showed that CIOs recognise that they need to improve their

leadership skills if they want to reach for the top, with only 9% of CIOs

saying they have all the skills they need to succeed in their organisation.






http://www.computerweekly.com/ehandbook/The-Mindset-of-the-Chief-Information-Officer

https://uk.linkedin.com/in/mark-lillie-9716a52

http://www.computerweekly.com/news/4500257511/How-the-CIO-can-get-on-message



http://www.computerweekly.com/news/2240238535/Six-challenger-banks-using-IT-to-shake-up-UK-retail-banking

http://www.computerweekly.com/news/2240238535/Six-challenger-banks-using-IT-to-shake-up-UK-retail-banking

http://www.computerweekly.com/ehandbook/How-John-Lewis-Conquered-the-Web

https://uk.linkedin.com/in/kevin-walsh-2171569

http://www.computerweekly.com/feature/Nextgeneration-CIOs-The-changing-role-of-IT-leaders

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They identified their biggest gap as the ability to influence internal

stakeholders, manage talent in their teams and provide the company with

technology vision and leadership.

These skills are vital if CIOs want to assume a leadership role, Mike Brown,

vice-president of information technology at ExxonMobil, told Deloitte.

are not able to connect with people on multi

he said.

The survey found that while CIOs had excellent or very good relationships

with many C-level executives, many other business relationships needed

more attention. Just 20% of UK CIOs, for example, viewed their relationship

with the chief digital officer (CDO) as important.

Spending more time with the business

CIOs need to spend more time with their colleagues in other parts of the

business to really understand their priorities, the research suggested.

wander in and out of an executive committee, and think that you

the real challenges they are facing and what you could and should be doing

aid Walsh.






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Need to nurture a talented IT team

CIOs will also need to nurture and develop a talented IT team in their

organisations more effectively. The most effective CIOs know their own

strengths and weaknesses, and build balanced teams around them.

characteristic of all great leaders is understanding where they are not

Walsh.

The emerging roles of chief technology officer (CTOs) and CDO, for

example, do not have to be seen as a threat to CIOs, but could be a

complementary part of the team.

following cooling in the relationship between the CIO and the chief HR

officer compared to a year ago.

One factor may be the push from HR for better services, as human resource

departments seek to replace ageing enterprise resource planning (ERP) HR

systems with cloud-based alternatives.

Few CIOs invest sufficient time in coaching, mentoring and training their

suggested.






http://searchsap.techtarget.com/opinion/SAP-ERP-HCM-users-contemplate-new-core-HR-system

http://searchsap.techtarget.com/opinion/SAP-ERP-HCM-users-contemplate-new-core-HR-system

http://www.computerweekly.com/news/2240233193/Companies-will-move-core-HR-technologies-to-the-cloud-by-2020

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they are flat out,

extremely busy. Sadly, when people are flat out busy, sometimes spending

There is little variation in the key technologies required across industries

businesses and geographies. CIOs identify analytics, business intelligence

and digital as the top three technologies that will affect their organisations

over the next two years.

What makes the difference is how CIOs apply these technologies to their

own particular company.

The challenge of keeping up with technology

technology to make the right choices and provide the right advice to a

business

CIOs, he suggested, need to look out to the horizon, see what technologies

are influencing their business and their industry, and spend time investing in

those.






http://searchbusinessanalytics.techtarget.com/feature/Big-data-analytics-architecture-requires-integration-push

http://searchbusinessanalytics.techtarget.com/feature/New-business-intelligence-skills-in-BI-developers-out

http://www.computerweekly.com/feature/Digitisation-propels-the-service-management-desk-beyond-internal-support

http://www.computerweekly.com/guides/The-Digital-CIO

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Even so, the statistics show that CIOs spend just 16% of their budgets on

exploiting new technology, compared with 57% on operations, even though

they regard innovation as more important.

One strategy is to exploit existing technology in an innovative way that will

bring business benefits. For example, a CIO could equip the field team with

handheld devices that enable them to do things they could not do before.

-

said Lillie.







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One of the biggest complaints from other executives is that too many CIOs

talk about technology when they should be talking about business.

guy comes in and talks cyborg, that is the end of it. I am looking

Next article






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Clive Longbottom, founder of Quocirca

The position of CIO is changing and there are more people in the

role from less technical backgrounds than in the past

with what is happening in the world of technology is difficult. Three and even

four-letter acronym (TLA and FLA) confusion abounds. Where does SDN fit

into SDDC? Should you be looking at VoLTE rather than VoIP over SIP? Is

NVMe via M.2 better than PCIe for high-performance datacentre storage?

In reality, these terms aren't of that much use to CIOs it is all just so much

speeds and feeds. These technical aspects change so rapidly that trying to

keep up to date just creates a further problem of firefighting you get so

worried about being on an old platform that all that you can do is implement

ill-thought-out technical changes with continuous, negative business impact.






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The position of CIO has been changing and we are seeing more people in

the role from less technical backgrounds than in the past. The main driver

for this is cloud computing a public cloud platform hides more of the

technical back end from the user than an in-house, physical platform.

The canny CIO can then focus on what matters, which is supporting the

business. Rather than worrying if the servers are AMD, Intel or Power-based,

with a Dell, HP or IBM badge on them, the CIO can look at the overall

Acting as a business-led advisor

The modern CIO, therefore, has to be far more of a business-led advisor,

getting involved as early as possible in the discussions around the

overall systems and present them back to the business in terms it can

understand. This will not involve speeds and feeds but, instead, what the

system offers in terms of cost reduction, risk reduction and value

improvement for the business over what time periods.

Sure, the CIO still has to be careful to ensure the services and functions

they are advising the business to use meet strict criteria of performance,

availability, security, compliance and so on. But this is not predicated on the

use of policies and procedures to ensure agreed service levels are met.






http://www.computerweekly.com/news/4500246511/Google-claims-price-cuts-make-it-40-cheaper-than-its-public-cloud-rivals

http://www.computerweekly.com/news/4500246511/Google-claims-price-cuts-make-it-40-cheaper-than-its-public-cloud-rivals

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This does not absolve the CIO from abdicating all knowledge of what is

happening in the technology world. Although the abstraction from hardware

to software means the general need to track speeds and feeds is less of an

issue, what is happening at the software layer becomes more important.

To ensure the business is fully supported, an understanding of how to

achieve high availability at the right cost is needed, along with how to ensure

that information is secured as it passes along a process workflow.

Being able to understand how disparate workflows between the company

and its customers and suppliers can be integrated to provide the optimum

business value is also needed, as is being able to ensure areas such as the

internet of things/everything (IoT/E) are dealt with successfully.

Tapping information sources

Therefore, the CIO needs to tap sources of information on these subjects.

The internet has lots of information, but therein lies the problem there is

too much information available.

The internet suffers from a lack of curation. Even though the technical

capability to measure the perceived value of information is there through

tracking how many times a document has been referred to, re-posted or

tweeted, there are few easy ways to carry out a global search and receive






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curated information back. Fighting through all the dross to find the flecks of

gold is too much of a time-waster for most CIOs.

Trusting in incumbent suppliers and service providers is also not

recommended. They will have their own agendas, often trying to force their

existing portfolios into the topic du jour, even if it is actually the wrong tool

for the job.

Even paid-for information, in the line of industry analyst services, may not be

what a CIO is looking for. Unfortunately, many paid-for sources are not in a

position to carry out full product evaluations, and the sources are having to

produce output that is aimed at the general organisation not your specific

one.

With all of these sources, there is a need for a trust relationship to be built

up first. Ask yourself: Do you know the author of an item picked up off the

internet? Has your supplier or service provider been honest and trustworthy

with you before? Do you have a good working relationship with a named

analyst?

Surrounding yourself with the right people

So, this seems to leave the CIO with a pretty major problem. However, as

the "grunt work" of systems admin is progressively avoided through






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automation and outsourcing to public cloud, more of the IT budget and

resources should be freed up.

The CIO has to look for the right people to surround themselves with people

who can have a depth of understanding in for example, the IoT/E while also

having sufficient breadth of knowledge to be able to contextually

team is doing.

These new IT team members have to be a new breed of business architects

driven from the top of the business, being able to act as the Babel Fish,

translating business needs into technical capabilities. Each one can use

multiple sources to increase their depth of knowledge in their particular

area, and as a team can report back to the CIO who then has the job of

although previously stating that all sources have to be regarded as suspect,

by sharing out the work effectively, those flecks of gold dust can be found

more effectively.

Don't forget the users, either. Many of these may well have found

approaches that work for them through shadow IT, paying low-cost

subscriptions for cloud-based services they or their team are using.






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Users are now more likely to be technically ahead of the technology curve

an organisation has had to adopt because of long refresh cycles, due to the

ubiquity of advanced technology in their personal lives.

Bring your own device and the increase in home automation means there

are many users out there who may have great ideas or be already using

great systems to support their work. CIOs should identify such usage and

see if it is useful across the company then make sure the system is

enterprise-grade. If so, push it out across the rest of the business; if not, find

a similar system that offers the same or better functionality that is

enterprise-grade.

All information gathered from these new business architects and users

needs to be captured and curated internally, so that all assumptions and

sources can be checked as needed to make sure that false or suspect

information has not been used.

Here, companies such as Druva, Commvault and Docurated provide tools for

analysing and tagging data and information for all workers that can collate

information into libraries that do not involve high cost document

management systems that only focus on the needs of the few.






http://searchcio.techtarget.com/essentialguide/Planning-for-the-future-of-mobility-A-BYOD-guide-for-enterprise-CIOs

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CIO more critical than ever

The new CIO is therefore a person wearing many hats. They are the point of

confluence between business needs and technical capabilities. They are the

aggregate point for sets of mixed ideas coming through from a team of

business-led technical experts. They are business advisors ensuring the

organisation does not take on tactical technology systems that work against

the longer-term strategy. They are the buffer against suppliers who over-

promise and under-deliver.

With the pace of change in technology and the need for organisations to

have continual change in their processes, the CIO role is more critical than it

has ever been. Whereas technical change for the sake of technical change

is bad for the business, supporting continuous change in the business

through technical flexibility has to be the goal.

Those who want to remain hyper-technical now need to get out and work

for a hyper-technical company, such as a cloud service provider. Those who

want to remain a valid and valuable member of a user organisation must

change their mindset and take on these various hats to ensure the business

maintains market competitiveness into the future.

Next article






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Clare McDonald, Business Editor

Women in technology should be taking more responsibility for

advancing their career, advised speakers at the 2015

everywoman in Technology Leadership Academy

Women working in the technology sector should be taking more

responsibility over their careers, according to speakers at the 2015

everywoman in Technology Leadership Academy.

At the event designed specifically to help women in the technology industry

to advance their careers, speakers said that often women try to let their

work speak for itself without using self-promotion to bring their

achievements into the limelight.






http://www.computerweekly.com/ehandbook/The-major-recruitment-skills-and-career-development-issues-facing-todays-IT-leaders

http://www.computerweekly.com/ehandbook/The-major-recruitment-skills-and-career-development-issues-facing-todays-IT-leaders

http://www.computerweekly.com/news/2240221456/Everywoman-in-technology-leadership-academy-opens-its-doors

http://www.computerweekly.com/news/2240221456/Everywoman-in-technology-leadership-academy-opens-its-doors

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Mentorship importance

Ines Wichert, psychologist and head of the diversity and inclusion centre of

excellence at IBM Smarter Workforce, suggested that networking and self-

promotion are extremely important for women as a springboard for sharing

their successes.

next step than women they know exactly

Wichert also claimed work-life balance is becoming increasingly important to

men as well as women, and ensuring as much work-life balance as possible

is key to success.

Suggestions for taking charge of their own career advancement included

finding a mentor or sponsor, finding a boss or supervisor who can help,

networking, and taking risks.

Throughout the day, all speakers stressed the importance of mentorship in

job progression, and Wichert stated that women often find it important to






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progress, we need to be quite specific about the support and advice that

Putting your hand up

A common theme throughout the day was volunteering to take on more

opportunities and Emer Timmons, president of BT Global Services UK,

highlighted the best way to get more fulfilling job roles is by taking on more

responsibility and taking risks.

of networking and ge

To build your role and make yourself a good candidate for progression, she

suggested women should be constantly thinking about what they can add to

and saying

hello






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While Timmons accepted work-life balance is important, she put an

emphasis on making sure you take on challenges and opportunities where

you can.

id.

Inspiring yourself

During a panel discussion at the event, women holding a number of different

roles in IT highlighted how they had progressed in their careers and what

other women can do to get to the top.

Global Enterprise fixed infrastructure specialist Rashada Harry.

She added that one of the things that had helped her in her career was

understanding what her weaknesses are and relying on her strengths to get

through.

NBCUniversal director of broadcast services Sarah King advised that self-








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Although many of the lessons of the day focused on having clear career

goals, Caroline Rowland, global HR director for ARM, highlighted that these

can change.

She stated that having children and going on maternity leave led to a

the importance of regular reassessments of your direction.

Helen Lamb, executive director for managed infrastructure services for

Fujitsu, shared some cognitive techniques for coping with certain situations.

Lamb also shared that focusing on fact rather than emotion in situations and

ensuring a clear expectation is set when taking on tasks is important.

Personal brand

Behavioural Coaching Institute master coach Nicola Murray also gave a

session at the event on personal branding and how being aware of how

others view you can affect your career.






http://www.computerweekly.com/news/4500255719/Avanade-to-help-upskill-one-billion-female-charity-workers-by-2020

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Her session focused on three key areas that women should be aware of: Do

you have clear perception of your personal brand? Do you know what sets

you apart? And do you know how your personal brand influences your

career?

The session explained there are several layers to a personal brand, including

identity or how you stand out in comparison to others, and meaning, which

takes into account what others associate with you and how your unique

skills and attributes are important to your organisation.

people feel, what judgments people make about you and what you and your

brand stand for.

Ambition hour

Sara Parsons from everywoman gave an interactive workshop called

you want to go with your career.

be taking one hour a week to write down their ambitions and plans for their

future career.






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She also emphasised that many women brush off achievements and say

they or other people when what they have is really the result of

hard work.

e

think people are naturally good at something, but they probably worked

The subject of volunteering was raised again and Parsons explained a lot of

th

She also highlighted the importance of resilience to women both in and

outside of their careers, and said women often attribute success to

But although taking on a lot can help to advance a career, she highlighted

even the smallest change can make a positive difference.






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00%, try and change one thousand

She also made it clear that women should be reassessing their careers

regularly and writing down their goals, while everywoman founders Maxine

Benson and Karen Gill also highlighted this as an important step.

you write them down. They also put an emphasis on getting more women

into technology-based careers and using this as an opportunity to inspire

younger women

To promote science, technology, engineering and maths (Stem) careers, the

day ended with a social media session which encouraged the participating

women in technology to take a selfie to post on Twitter while displaying the

hashtag #WomenDoTech.

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Cliff Saran, Managing Editor

Microsoft talks of a beautiful experience. Rackspace says it's

fanatical about support. Marketing fluff?

Amazon CEO Jeff Bezos once said his company is obsessed with the

customer. A focus on the customer, it seems, is key to business success.

CXEurope 2015 forum for customer

experience professionals, Forrester senior vice-president Michael Gazala

said:

For the modern CIO, the customer can be internal (staff), enterprise

customers and, ultimately, the consumer. All are human beings, and the

latest thinking among marketers is to strive to build an emotional link with

the customer.






https://www.forrester.com/CX+EUROPE+2015/-/E-EVE6739

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said Forrester analyst Anjali

Lai. customer experience

Creating a positive experience with enterprise IT

According to Forrest

the them.

French fashion retailer Sephora is another organisation that rates highly in

the index, harnessing customer data to curate an individual experience.

How can this this be applied in the context of enterprise IT? According to

Lai, organisations need to prioritise the moments that are inherently most

emotional for customers.

Given the way humans are wired, opinions formed about bad experiences

seem to override good ones, and it is often the most recent experiences that

the customer is most likely to recall.

According to Forrester, it only takes a 50th of a second for customers to

form an opinion on a website. For the CIO hoping to make a positive

impression, the goal is to make this fraction of a second count as a positive

experience.

So the entire value of the IT department could be held in the balance by a

poor experience on the intranet portal for employee self-service or the most

recent email outage.






http://www.computerweekly.com/feature/Digital-customer-experience-Beyond-the-website

http://www.computerweekly.com/news/4500252331/UK-Amazon-Marketplace-sellers-see-approx-400m-orders-in-the-last-year

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Aligning the IT message

At a recent Gartner Symposium in Barcelona, Gartner fellow Tina Nunno

firefighting

A strategy, whether it is beautiful, fanatical or summed up by some other

equally weighty adjective, is only effective if people are willing to act on it.

experience, while many organisations have strategic plans, most

enterprises favour tactical decisions. So the CIO will often be embroiled in

day-to-day decision making which could be delegated.

she

said.

idea what world-

Often, the CIO will spend too much time micro-managing, she warned. But

by enabling the IT organisation to strategically think for itself, Nunno said it

is possible to change its culture.

and train them to ask these questions on their own. Then you have aligned

strategy







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Sampling the customer experience

At the Forrester CXEurope 2015 conference, Reuben Arnold, senior vice-

president for marketing at Virgin Atlantic, discussed how products can be

copied, but it is far harder to copy culture.

To cultivate its ethos of making flying with Virgin At

lounge, allowing the crew to appreciate the level of customer experience

their Upper Class passengers receive.

id Arnold.

how to deal with customers. We are fastidious about bringing in people who

It is a similar story at sports car maker Porsche, where staff are invited to

the customer experience centre at Silverstone to see how the company

wants to position itself to its customers and what it means to own a

Porsche.

Arguably, it is a tall order to convince people in the business that enterprise

IT is more than the workhorse of the organisation.






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many ways IT can bridge the gap between work and home. For

instance, Microsoft Software Assurance can be used to purchase

the Microsoft Office suite at considerable discount for staff to use

personally. It may even be possible to negotiate preferable rates for

hardware from a reseller, giving staff a way to buy discounted tablets,

laptops and smartphones that conveniently meet corporate IT

specifications.

What is clear from the experts is that anything that resonates

with someone at a personal level creates a hidden emotional bond. This is

why retailer Waitrose gives free coffee to its loyalty card members. Is there

an IT equivalent to free coffee?

Elevator pitch

As Computer Weekly has previously reported, IT is facing challenges on a

number of fronts as business departments begin running their own IT

functions. But this creates a golden opportunity for the CIO to take a leading

role as the overall chief of what could end up as a flotilla of IT departments,

each run by a business head with a different agenda.

A clear strategy is needed. But the CIO cannot rely solely on providing

governance, a standards framework and best practices to keep enterprise

IT heading in the right direction.






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Ridley Scott pitched Alien to movie

executives. If the IT department does take such an approach, pitching a

also need

to instil a common goal among his or her peers and their departmental IT

functions.

So there could be a case for CIOs to create a high-concept message that

encapsulates their vision for IT. And while it may indeed sound like fluff, a

buzz phrase

throughout the business.

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